1、Table of Contents,1Executive Summary2Background & Overview3Commercial CRMS “To Be” Process Model, Design Requirements & Work-Plan4Retail CRMS: Objectives, “To Be” Components, Process Improvements & Work-Plan5Commercial & Retail CRMS Process Improvements6Plan Sign-Off & Next Steps 7Appendices, 1. 2.
2、3. CRMS “To Be” , , 4. CRMS : , “To Be” 5. CRMS 6. , 7. ,6.1 Overview:This chapter summarizes next steps & outlines the issues related to achieving organizational buy-in for the design changes required for CRMSKey decisions required by the Bank are also reviewedTactical next steps over the next two
3、weeks to “jump start” phase II are also described,Implementation Requirements: Overview,6.1 * CRMS * * 2 2 ,6.2 Implementation Requirements: Achieving Buy-In Successful implementation of CRMS requires a number of key steps to achieve buy-in at multiple levels within the organization:Communication of
4、 the program to internal audiences is keySenior management buy-in requirements:Agreement at the conceptual level of solutions & benefitsAllocation of resources beyond the CRMS task force to support implementation requirements - most importantly for systems developmentMiddle management buy-in require
5、ments:Applicability of combining “best practice” solutions with current banking practices in KoreaFeasibility of solutions within the aggressive time framesCommitment of resourcesAll effected staff must be able to recognize tangible benefits at their activity levels & user input must be documented t
6、o drive detailed design requirements,Implementation Requirements,6.2 : * CRMS . - * - - CRMS - * - - - * , input .,6.3 Key CRMS Project Decisions: By Hanvit BankThis section highlights the key decisions that the Bank must make to support the success of the CRMS projectThese key decisions stem from a
7、 combination of project dependencies & key milestonesKey Bank decisions:Detailed design sessions: The Bank must provide timely sign-off on the consensus requirements that come out of the detailed design sessions so that these requirements can be provided to KIS to begin developmentIT Systems staff:
8、Provision of Bank IT staff to support CRMS systems, connectivity & database coding as well as provide the required hardware & softwareHub & Spoke: Confirmation of new organization structure for hub & spoke & LOBRetail Centralization Plan: Confirmation & detailed communication concerning the retail c
9、entralization planDatabase Design Issues:Successful reconciliation & prioritization (to avoid resource conflicts) of the plan being discussed for the Bank & KIS to implement one, single integrated database combining all KIS information & bank CRMS data,Implementation Requirements,6.3 CRMS * CRMS .*
10、. * - : KIS .- IT : CRMS , , IT .- Hub & Spoke : hub& spokeLOB - : - : KIS CRMS ,6.3 Key CRMS Project Decisions: By Hanvit Bank cont.Key Bank decisions: cont.Loan Review: The Bank must make an organizational decision concerning where the Loan Review function will reside & what components of the deta
11、iled functional design provided by KPMG to implementRelationship Management: The CRMS project will provide a detailed design framework for the role/responsibilities of the Relationship Manager, & the Bank must make final decisions on which parts of this functional design to accept & implementPortfol
12、io Management: The CRMS project will provide a detailed design framework for the role/responsibilities of the Portfolio Manager, & the Bank must make final decisions on which parts of this functional design to accept & implementSupporting Tools: Timely adoption & procurement by Hanvit Bank of effici
13、ent data extract, transformation and population tools for the CRMS databaseSupporting Tools: Timely adoption & procurement by Hanvit Bank of user friendly ad hoc query & reporting toolHardware-Software: Timely procurement & implementation by Hanvit Bank of hardware & software required to pilot & imp
14、lement the CRMS solutions Database Design,Implementation Requirements,6.3 CRMS ()* ()- : KPMG - Relationship Management : CRMS RM / .- : CRMS / .- : .- , :CRMS , .,6.4 CRMS Project: Knowledge Transfer ApproachMaximum benefit from the new functions developed in the CRMS Project will be gained by succ
15、essful knowledge transfer to Hanvit Bank staff. KPMGs approach to knowledge includes the use of workshops, training materials & training of key “trainers” for future bank training. KPMG may make additional recommendations for training in basic credit analysis or other skills which will be needed by
16、personnel who will perform the functions proposed in the CRMS project. Subjects for knowledge transfer are: New credit processesNew loan marketing & production techniqueRoles and responsibilities of newly created positions (relationship manager, credit officer, & loan review officer)New pricing mode
17、lCommercial & Retail CRMS Credit scoring & rating Loan review & monitoring methodology including feedback on new loan classification criteriaPortfolio management organization & process,Implementation Requirements,6.4 CRMS CRMS . , , “trainer” , CRMS . :- - - (RM, , ) - pricing - CRMS scoring & ratin
18、g- ( )- ,6.4 Next Steps:Review Phase IB “To Be” deliverable in detail & adjust detailed work-plans as requiredReview required implementation support & roles & responsibilities:Hanvit BankKISKPMGReview key dependencies with appropriate bank staffFinalize the systems & data design approach & review wi
19、th bank systems integration teamConduct “To Be” briefing for deputy GMs to provide details on the approach & planConduct bank-wide seminar on the “To Be” approach & planBegin detailed design sessions for the KIS module suite as soon as possible,Implementation Requirements,6.4 * Phase 1B “To Be” work
20、 plan * / - -KIS-KPMG* * * “To Be” * “To Be” * KIS ,pOXLp7v0djZKylHSJr3WxBmHK6NJ2GhiBeFZ7R4I30kA1DkaGhn3XtKknBYCUDxqA7FHYi2CHhI92tgKQcWA3PtGZ7R4I30kA1DkaGhn3XtKknBYCUDxqA7FHYi2CHhI92tgKQcWA3PtGshLs50cLmTWN60eo8Wgqv7XAv2OHUm32WGeaUwYDIAWGMeR4I30kA1DkaGhn3XtKknBYCUDxqA7FHYi2CHhI92tgKQcWA3PtGZ7R4I30kA1
21、DkaGtgKQcWA3PtGZ7R4I30kA1DkaGhn3XtKknBYCUDxqA7FHYi2CHhI92tgKQcWA3PtGshLs50cLmTWN60eo8Wgqv7XAv2OHUm32WGeaUwYDIAWGMeR4I30kA1DkaGhn3XtKknBYCUDxqA7FHYi2CHhI92tgKQcWA3PtGZ7R4I30kA1DkaGhn3XtKknBYCUDxqA7FHYi2CHhI92tgKQcWA3PtGshLs50cLmTWN60eo8Wgqv7XAv2OHUm32WGeaUwYDIAWGMes02GshLs50cLmTWN60eo8Wgqv7XAv2OHUm32WGeaUwYDIAWGMes02dLPqafkFGlzcvv2YiRQYHbhR8AI1LKULh3xvjDzkEAMGr8xbwF1bH1oIM30E7xp,
